Introduction
Processes
Components
Techniques
Other
Where work has been allocated to individuals or teams, these should be a matching confirmation that the work has been completed.
This sub-process records the successful completion and return of Work Packages from Delivering a Work Package (MP3).
This information is then passed to Assessing Progress (CS2).
Confirmation is sought that the Work Package has been completed satisfactorily.
This includes checking that:
Any approvals defined as part of the Acceptance Criteria are checked to ensure they are in order.
The Configuration Item Record is updated to change the status to completed.
The completed, accepted product is now baselined (if this hasn’t already been done during CS2, as a result of information received from Executing a Work Package (MP2) when the product passed its quality review – this is more likely when a Work Package consists of multiple products).
Any subsequent changes to the product must pass through change control.
This would be an automatic part of any configuration management method being used.
The Project Manager is responsible for this sub-process, assisted by any appointed Project Support staff.
The team member or Team manager responsible for completion of the Work Package will provide information.
The Configuration Librarian will update Configuration Item Records as required.
| Management information | Usage | Explanation |
|---|---|---|
| Work Package | Approval | Approval by the Project Manager that the Work Package is complete and acceptable. |
| Quality Log | Input | Confirmation of successful quality checks. |
| Configuration Item Records | Update | Change of product status. |
| Work Package status | Output | To update the Stage Plan. |
These are given in tabular form in the file ‘CS9 receiving completed work package.doc’ in the product package.
There is a close link between the management information requirements of this process and the technical requirements of any configuration management methods being used in receiving and recording completion data.
The configuration management method will also take charge of the product of the Work Package and be responsible for its storage – see configuration management.
Introduction
What is a project? [see What is a project?]
What is project management? [see What is project management?]
Project management system [see What does a project management system consist of?]
Project visualisation [see Project visualisation]
Work breakdown [see Why breakdown a project?]
Concept [see Concept or idea]
Feasibility [see Feasibility study]
Initiation [see Initiation]
Specification [see Specification]
Project management design [see Design]
Project management build [see Build]
Project management implementation [see Implementation]
Project management operation and review [see Operation and review]
The Project Notebook [see The Project Notebook]
General
Control [see Control – part 1]
Roles and responsibilities [see Detailed planning – part 17]
Project manager [see Project manager – part 1 - Overview]
Authorising Work Package [see Controlling a Stage (CS) - part 2]
Configuration management [see Configuration management - part 1]
Delivering a Work Package [see Managing Product Delivery (MP) - part 4]
Executing a Work Package [see Managing Product Delivery (MP) - part 3]
Planning [see Planning (PL) - part 1]
Quality in a Project Environment [see Quality in a Project Environment]
Controlling a Stage (CS)
Fundamental principles [see Controlling a Stage (CS) - part 1]
Authorising Work Package [see Controlling a Stage (CS) - part 2]
Assessing Progress [see Controlling a Stage (CS) - part 3]
Capturing Project Issues [see Controlling a Stage (CS) - part 4]
Examining Project Issues [see Controlling a Stage (CS) - part 5]
Reviewing Stage Status [see Controlling a Stage (CS) - part 6]
Reporting Highlights [see Controlling a Stage (CS) - part 7]
Taking Corrective Action [see Controlling a Stage (CS) - part 8]
Escalating Project Issues [see Controlling a Stage (CS) - part 9]
Introduction
Foreword [see Foreword]
Purpose [see Introduction part 1]
What does a project manager do? [see Introduction part 2a]
What is it we wish to control? [see Introduction part 2b]
The structure of PRINCE2 [see Introduction part 2c]
What PRINCE2 does not provide [see Introduction part 3]
Acceptance records [see Quality - The PRINCE2 approach - Quality planning - Acceptance records]
Approval records [see Quality - The PRINCE2 approach - Quality planning - Approval records]
Dealing with changes to the project management team [see Organization - The PRINCE2 approach - The project management team – Dealing with changes to the project management team]
Principles [see Principles]
Product Descriptions [see Quality - The PRINCE2 approach - Quality planning - Product Descriptions]
Project Manager [see Organization - The PRINCE2 approach - The project management team - Project Manager]
Project Assurance [see Organization - The PRINCE2 approach - The project management team - Project Assurance]
Project Board [see Organization - The PRINCE2 approach - The project management team - Project Board]
Project management team structure [see Organization - The PRINCE2 approach - The project management team]
Project Product Description [see Quality - The PRINCE2 approach - Quality planning - The Project Product Description]
Quality control [see Quality - The PRINCE2 approach - Quality control]
Quality defined [see Quality - Quality defined]
Quality methods [see Quality - The PRINCE2 approach - Quality control - Quality methods]
Quality purpose [see Quality - Purpose]
Quality records [see Quality - The PRINCE2 approach - Quality control - Quality records]
Quality Register [see Quality - The PRINCE2 approach - Quality planning - The Quality Register]
Quality The PRINCE2 approach [see Quality - The PRINCE2 approach]
Size of the Project Board [see Organization - The PRINCE2 approach - The project management team - Size of the Project Board]
The Quality Management Strategy [see Quality - The PRINCE2 approach - Quality planning - The Quality Management Strategy]
Change
Capture [see Change - The PRINCE2 approach - Issue and change control procedure - Capture]
Configuration Item Records [see Change - The PRINCE2 approach - Establish controls - Configuration Item Records]
Configuration management [see Change - Change defined - Configuration management]
Configuration management procedure [see Change - The PRINCE2 approach - Configuration management procedure]
Configuration Management Strategy [see Change - The PRINCE2 approach - Establish controls - Configuration Management Strategy]
Daily Log [see Change - The PRINCE2 approach - Establish controls - Daily Log]
Decide [see Change - The PRINCE2 approach - Issue and change control procedure - Decide]
Establish controls [see Change - The PRINCE2 approach - Establish controls]
Examine [see Change - The PRINCE2 approach - Issue and change control procedure - Examine]
Implement [see Change - The PRINCE2 approach - Issue and change control procedure - Implement]
Issue and change control [see Change - Change defined - Issue and change control]
Issue and change control procedure [see Change - The PRINCE2 approach - Issue and change control procedure]
Issue Register [see Change - The PRINCE2 approach - Establish controls - Issue Register]
Issue Report [see Change - The PRINCE2 approach - Establish controls - Issue Report]
Issues [see Change - Change defined - Issues]
Product Status Account [see Change - The PRINCE2 approach - Establish controls - Product Status Account]
Propose [see Change - The PRINCE2 approach - Issue and change control procedure - Propose]
Types of issue [see Change - Change defined - Types of issue]
Process
Final delivery stage [see Introduction to processes - The PRINCE2 journey - Final delivery stage]
Initiation stage [see Introduction to processes - The PRINCE2 journey - Initiation stage]
Pre-project [see Introduction to processes - The PRINCE2 journey - Pre-project]
Subsequent delivery stages [see Introduction to processes - The PRINCE2 journey - Subsequent delivery stages]
Project
Appoint the Executive and the Project Manager [see Starting up a project – Activities - Appoint the Executive and the Project Manager]
Assemble the Project Initiation Documentation [see Initiating a project – Activities - Assemble the Project Initiation Documentation]
Authorize a Stage or Exception Plan [see Directing a project – Activities - Authorize a Stage or Exception Plan]
Authorize initiation [see Directing a project – Activities - Authorize initiation]
Authorize project closure [see Directing a project – Activities - Authorize project closure]
Authorize the project [see Directing a project – Activities - Authorize the project]
Capture previous lessons [see Starting up a project – Activities - Capture previous lessons]
Closing a Project - Purpose [see Closing a Project - Purpose]
Create the Project Plan [see Initiating a project – Activities - Create the Project Plan]
Design and appoint the project management team [see Starting up a project – Activities - Design and appoint the project management team]
Directing a project - Purpose [see Directing a project - Purpose]
Evaluate the project [see Closing a Project - Activities - Evaluate the project]
Give ad hoc direction [see Directing a project – Activities - Give ad hoc direction]
Hand over products [see Closing a Project - Activities - Hand over products]
Initiating a project - Purpose [see Initiating a project - Purpose]
Objective [see Closing a Project - Objective]
Objective [see Directing a project - Objective]
Objective [see Initiating a project - Objective]
Objective [see Starting up a project - Objective]
Plan the initiation stage [see Starting up a project – Activities - Plan the initiation stage]
Prepare planned closure [see Closing a Project - Activities - Prepare planned closure]
Prepare premature closure [see Closing a Project - Activities - Prepare premature closure]
Prepare the Communication Management Strategy [see Initiating a project – Activities - Prepare the Communication Management Strategy]
Prepare the Configuration Management Strategy [see Initiating a project – Activities - Prepare the Configuration Management Strategy]
Prepare the outline Business Case [see Starting up a project – Activities - Prepare the outline Business Case]
Prepare the Quality Management Strategy [see Initiating a project – Activities - Prepare the Quality Management Strategy]
Prepare the Risk Management Strategy [see Initiating a project – Activities - Prepare the Risk Management Strategy]
Recommend project closure [see Closing a Project - Activities - Recommend project closure]
Refine the Business Case [see Initiating a project – Activities - Refine the Business Case]
Select the project approach and assemble the Project Brief [see Starting up a project – Activities - Select the project approach and assemble the Project Brief]
Set up the project controls [see Initiating a project – Activities - Set up the project controls]
Starting up a project - Purpose [see Starting up a project - Purpose]
Stage
Authorize a Work Package [see Controlling a stage – Activities - Authorize a Work Package]
Capture and examine issues and risks [see Controlling a stage – Activities - Capture and examine issues and risks]
Controlling a stage - Purpose [see Controlling a stage - Purpose]
Escalate issues and risks [see Controlling a stage – Activities - Escalate issues and risks]
Managing a Stage Boundary - Purpose [see Managing a Stage Boundary - Purpose]
Objective [see Controlling a stage - Objective]
Objective [see Managing a Stage Boundary - Objective]
Plan the next stage [see Managing a Stage Boundary – Activities - Plan the next stage]
Produce an Exception Plan [see Managing a Stage Boundary – Activities - Produce an Exception Plan]
Receive completed Work Packages [see Controlling a stage – Activities - Receive completed Work Packages]
Report highlights [see Controlling a stage – Activities - Report highlights]
Report stage end [see Managing a Stage Boundary – Activities - Report stage end]
Review the stage status [see Controlling a stage – Activities - Review the stage status]
Review Work Package status [see Controlling a stage – Activities - Review Work Package status]
Take corrective action [see Controlling a stage – Activities - Take corrective action]
Update the Business Case [see Managing a Stage Boundary – Activities - Update the Business Case]
Update the Project Plan [see Managing a Stage Boundary – Activities - Update the Project Plan]
Product
Accept a Work Package [see Managing Product Delivery - Activities - Accept a Work Package]
Deliver a Work Package [see Managing Product Delivery - Activities - Deliver a Work Package]
Execute a Work Package [see Managing Product Delivery - Activities - Execute a Work Package]
Managing Product Delivery - Purpose [see Managing Product Delivery - Purpose]
Objective [see Managing Product Delivery - Objective]
Authorize a Stage or Exception Plan
Introduction
Resources [see Resources]
Workaholic [see Workaholic]
What is time management? [see What is time management? Problem Time solving]
What is time management? [see What is time management? General]
Key time destroyers
Key Time Destroyers [see Key Time Destroyers]
Action chasing [see Action chasing]
Being disorganised [see Being disorganised]
Cant say 'No' [see Cant say 'No']
Crisis management [see Crisis management]
Desktop management [see Desktop management]
Friends [see Friends]
Large reports [see Large reports]
Low energy levels [see Low energy levels]
Meetings 1 [see Meetings 1]
Meetings 2 [see Meetings 2]
Multiple tasks [see Multiple tasks]
Others errors [see Others errors]
Other's jobs [see Other's jobs]
Paperwork [see Paperwork]
Perfection [see Perfection]
Poor communication [see Poor communication]
Poor control and reporting [see Poor control and reporting]
Poor delegation [see Poor delegation]
Poor information [see Poor information]
Poor leadership [see Poor leadership]
Poor planning [see Poor planning]
Poor preparation [see Poor preparation]
Poor self discipline [see Poor self discipline]
Putting things off [see Putting things off]
Resource issues [see Resource issues]
Responsibility, accountability and authority [see Responsibility, accountability and authority]
Socialising [see Socialising]
Staff issues [see Staff issues]
The boss [see The boss]
The telephone 1 [see The telephone 1]
The telephone 2 [see The telephone 2]
Travel time [see Travel time]
Unfinished tasks [see Unfinished tasks]
Unwanted callers [see Unwanted callers]
Work overload [see Work overload]
Your own errors [see Your own errors]
Introduction
What is risk? [see What is risk?]
6 questions to define the project [see 6 questions to define the project]
The key areas of concern [see The key areas of concern]
What should risk analysis provide? [see What should risk analysis provide?]
3 Ways to view risk management [see 3 Ways to view risk management]
General comments on risk assessment [see General comments on risk assessment]
Accountability [see Accountability]
General comments on planning [see General comments on planning]
What are the core process steps to assess a risk? [see What are the core process steps to assess a risk?]
Simple process outline [see Simple process outline]
What are the basic overall process steps? [see What are the basic overall process steps?]
Stakeholders [see Stakeholders]
Success measures [see Success measures]
Why carry out Risk Assessment? [see Why carry out Risk Assessment?]
Introduction
Definition of leadership [see Definition of leadership]
Leadership and effectiveness [see Leadership and effectiveness]
Leadership qualities [see Leadership qualities]
Leadership functions [see Leadership functions]
Change
Progress [see Progress]
Problems of change [see Problems of change]
Freeze to freedom [see Freeze to freedom]
other sites of interest in the series
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Material on this site covers the PRINCE2® process as referred to in the OGC publication:
'Managing Successful Projects with PRINCE2, 2005 edition'.
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